Conversations about Health and Wellbeing

The Four Rings of Leadership in Healthcare

I went to London a couple of weeks ago for the IHI (Institute for Health Innovation) conference in London – Quality Forum 2017. The focus was on Quality and Safety in Healthcare, with some hugely surprising and refreshing perspectives from around the world. It was absolutely great and I learnt loads. I’ve tried to distill my learning from the time into a single sheet diagram. My hope, over the next few blogs is to unpack this a bit more, but here is a very brief summary:

If we want to have excellent, safe and financially sustainable health systems, we need four key ingredients, with the patient and their family at the heart/centre. The most important factor in providing safe and high quality care is a CULTURE OF JOY! I love this. I love that an institute based in Harvard, with research from across the world, is able to say this so clearly. If we have happy teams, we provide the best care. It’s simple! A culture of joy has three key elements: firstly the team needs to have a sense of camaraderie (we’re in this together and we love each other and take care of each other), secondly the team needs a sense of purpose and thirdly the members of the team need to feel trusted to do their jobs.

Alongside this culture of joy, there needs to be a SOCIAL MOVEMENT, both within the staff and in the wider society. A social movement relies on structures in which power is ceded and personal and corporate agency (responsibility and action) can flourish. There also needs to be a sense of CONTINUOUS LEARNING, in which all partake, every voice matters and no question is too stupid. In Toyota the staff make over 2.5 million suggestions each year! No wonder they are continually improving. And fourthly, there needs to be an agreed focus on QUALITY AND SAFETY, which entails several aspects.

All of this depends on a new kind of leadership that is first of all humble, able to cede power and deal with significant complexity and ‘not knowing’. When financial constraints are tight, or huge savings have to be made, it can be tempting to start rationing and cut services deeply. This may balance the books, temporarily, but it destroys every thing you are trying to build, demoralises staff, ruins your culture and breaks trust with those you are trying to serve. The challenge is to begin to hold our nerve in the midst of extreme pressure and do what we know is right, backed by the best evidence available to us – and this, believe it or not, actually makes us financially sustainable. I am going to really enjoy unpacking this more and revisiting my learning over the next few blogs, but the above should hopefully fuel some thinking in the mean time.